Hayward Care Centre

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was being managed consistently.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities.

Leaders told us they had arranged for the service to provide support for people without knowing and understanding statutory guidance for specific groups of people involved. This meant leaders were not able to share with staff how care and support should be provided effectively. There were no clearly recorded goals, objectives and aspirations to make sure people had the support they needed.

The provider values were shared with staff at induction and were available to staff at the service.

Since our last inspection there had been a new registered manager appointed. Feedback from people, relatives and staff about their approach and that of the other leaders at the service was positive.

The registered manager told us they had support from the provider to help them in their role. There were regular management meetings with peers from other services and visits from regional managers to help with monitoring standards of care and compliance. The registered manager felt well supported in their role.

Staff said the management at the service were good leaders, approachable and had made improvements. Comments about the management included, “We have a good manager, who listens to our concerns and tries to act on issues as far as possible. [Deputy manager] is very supportive as well and will help out if needed”, “Lots of improvements since [registered manager] has been in the role, better staffing levels, building is much nicer, she is not biased and always available” and “[registered manager] is supportive, always has time to listen and available to help if needed. [Deputy manager] is also a great help.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had a whistleblowing policy which was available to all staff. The registered manager told us they encouraged staff to speak up and had moved their office into the service to be more visible and available to all.

Staff said there was a positive no blame culture at the service. Comments included, “There is a good culture at the service, inclusive” and “There is a good culture, feels inclusive and is well-led by [registered manager].”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff received training on equality, diversity and inclusion and welcomed staff from all backgrounds and cultures. The provider shared information with all staff on supporting organisations for areas such as mental health and menopause. The provider had a menopause uniform for staff if they wanted one which was made from a lighter material.

Staff said the provider was a good organisation to work for and felt they had the support they needed. Comments from staff included, “Staff are looked after by OSJCT” and “This is a good company to work for, happy to stay here. There is staff support and guidance and we see senior managers regularly.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes. Leaders did not demonstrate a good understanding of statutory guidance for supporting people with a learning disability. The service did not have a service user band for people with learning disabilities. This meant leaders had not identified how they were going to provide this specialist care at this service. The provider systems had not identified where there might be short falls in care delivery. For example, staff had not all received the correct training to support people with learning disabilities.

Other governance systems had now improved and were identifying shortfalls in order that actions could be taken to improve. Various staff carried out a wide range of audits and checks to monitor all areas of the service. For example, care plans, medicines and infection prevention and control were all checked regularly. Actions were added to the service improvement plan which was monitored by the registered manager, regional manager and the provider to make sure timely action was taken.

The provider had a team of quality staff who visited to carry out full audits, which were checks on all levels of the service. The last 2 quality checks completed demonstrated the service was making improvements and moving towards compliance.

Overall, the provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Leaders and staff had good relationships with healthcare professionals to make sure people’s health needs were met. Local GP surgeries visited regularly and there were good links with community professionals such as nurses and occupational therapists.

The service had established links with local organisations and were supporting local services such as schools. A nearby school had displayed their art at the service for an exhibition, which drew in many local people. The registered manager said they wanted to maintain links and develop new links in the community.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The new registered manager understood what actions needed to be taken in order for the service to improve and develop. Staff told us the management at the service listened to them and their ideas for improvement. There were various ways in which staff could share ideas including meetings, supervisions, and annual appraisals.